Joining a Board

Q: I am a senior-level woman running my own small business. I am eager to join a board. There is no roadmap. How do most board members get selected? Is it who you know? Or through headhunters? Or attorneys? Solve the mystery!

A: Good for you for asking. I think I can help solve the mystery! When we have a search for board members, we have used a variety of sources, including our own database, professional contacts and a number of professional associations. Often times boards are looking for a specific skill (e.g., accounting, finance, audit, marketing or strategic planning) to complement their existing board. Industry experience may also be on the list of requirements.

I consulted Laura Goode, Managing Director of, Kiradjieff & Goode, Inc., an executive search firms that specializes in recruiting board members for a wide variety of organizations.

Goode explains, "There is a growing trend for boards to seek out professionals with specific skills to fill their gaps. In addition, we are seeing more efforts on the parts of many boards to add women as many studies show that a company’s bottom line can be enhanced by having a more diverse board representation." Goode shares that board members are typically selected through a variety of sources including:

1. A referral by a current board member;
2. An introduction by an outside advisor such as a law or accounting firm;
3. Or, the organization decides to engage an executive search firm to help them define their particular needs and then conduct a broad-based search to identify qualified candidates who meet their specific requirements.

Goode recommends "touching base with all three sources and letting them know you are seeking a board position is a good place to start and keeping your activity level consistent will lead to you being successful."

Nonprofit boards are sometimes a smart starting point for those interested in becoming a for profit board member. Candidates for non-profit boards typically have a strong interest in the nonprofit's mission and community. Experience from a nonprofit board can assist a candidate in understanding how a board is structured and the responsibilities of board members.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

UI Designer Struggling with Job Search

Q: Several years ago I chose to change careers and become a UI Designer. I absolutely love what I do but I find myself unemployed.

I was laid off over two years ago. I've been searching ever since. I've had a lot of interviews, but no offers. Potential employers are impressed with my background and portfolio but I never make the conversion.

Everyone knows that the longer you are unemployed the harder it is to get hired. But I'm still getting interest from employers. I'm worried my age is a factor. I'm 41, which may as well be 141 in IT.

I've reworked my resume. Talked to recruiters. Networked. Aimed high. And aimed low. And still nothing.

I know I'm good at what I do. How can I get people to look past the gap in my employment, and my age?

A: You have identified a slew of potential concerns, which may or may not be the reason for your continued unemployment. We can't control your age but we can control how you present yourself and how you run your search.

A few thoughts to consider --
1. Re-look at your resume. Include just years of unemployment and drop the months. For example, if you worked at ABC Company, list the time you spent at ABC at 2010-2013, rather than December, 2010 - January, 2013. By using the years only, the gaps seem less significant.
2. During your period of unemployment, have you volunteered or worked in any consulting roles? If so, you can "fill the gap" with this experience. If you haven't, think about picking up some consulting work and/or volunteering.
3. Ask recruiters and hiring managers for feedback. Some may share it with you, some may not.
4. Get active on Linkedin. Check email every day, if not more frequently.
5. Network, network, network. Meet at least two contacts per day. Former colleagues, college connections, neighbors, etc. You are not just meeting with that person. You are meeting with that person and their entire network.
6. Spend more time in front of people, less time behind the PC. It is easy to hid behind a PC during a job search, especially if you are introvert.
7. Your full-time job is your job search. No painting patio furniture, no straightening out closets and no watching daytime dramas.
8. Send a thank-you note/email to every person who has met with you, whether for coffee or an interview.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Job Doc Chat with Pattie Hunt Sinacole @ Boston.com on June 1

This week Pattie answered questions regarding job applications, including application for different positions at the same company and how to change careers. She also answered questions about how to make friends in the office, what do about receiving multiple job offers and more...

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.
 

A Graceful Exit

Q: I plan to leave my current job in the next three months. I remember a former manager giving me advice about how to leave a job gracefully. I remember what she said at a very high level. Do you have any specific recommendations on how to leave a job in a professional way?

A: I have lots of suggestions! Leaving a role in a professional way is an important skill in a long and successful career.

1. Present a professionally written letter of resignation to your direct manager during a private face-to-face meeting. First, verbally communicate your decision to your manager and then explain that you brought a resignation letter with you.
2. Develop a transition plan. This plan should include what you can finish, and what you can't as well as the updated status of each of your work responsibilities. You should also think about who could handle some of your work responsibilities after your departure.
3. Give as much notice as reasonable. Two - four weeks is usually realistic for most roles.
4. Offer to answer questions throughout your notice period and even after you have left.
5. Let your manager take the lead on the communication of your departure. Hopefully your manager will handle this in a professional and appropriate manner.
6. Avoid talking too much about your new role. Some may interpret this as bragging. Others may interpret these conversations as "sour grapes," or a negative attitude. Keep answers to any questions short and succinct, but with a positive spin. For example, "I am really looking forward to my new role but I will miss the flexibility that I have enjoyed here."
7. After you leave your company, reach out to your former manager. Ask to meet for coffee or lunch. Your goal is to maintain a positive relationship with that person. Your former manager may be a future professional reference for you.
8. Maintain positive relationships with co-workers, vendors and others. It is a small world. You may be working with, or for, a vendor or a co-worker sometime in the future.

Finally, say good-bye to co-workers, vendors and others in a positive way. Make sure that leave a strong last impression.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Receiving a PIP Unexpectedly

Q: After 10 years of service, my manager sat down with me and gave me a performance improvement plan. I was shocked. This came out of the blue. There are very specific requirements in the document. If I don't meet these specific requirements, I could be terminated. What is your take? Does this happen often in corporate America? I am shocked, angry and afraid. What do you suggest that I do?

A: A performance improvement plan (PIP) should almost never come as a surprise unless there was something you did that was so concerning and unexpected that a PIP needed to be developed quickly to address the concern. Typically a PIP is the step taken after there has been significant counseling and coaching. In most cases, I would expect a verbal warning to be given before a PIP was issued.
In almost every company across the US, managers are addressing performance concerns nearly every day. Concerns around employee performance range from an employee arriving late to work on a regular basis to an employee embezzling funds from their employer. Managers are often responsible for the performance of their department, function or business unit. Often poorly performing employee hinder the productivity of others.

This may not apply in your case, but I know of situations where employees are shocked when they have received a PIP, even though there have been considerable discussion around the employee's performance. The employee has been counseled, coached, warned, given significant feedback and the employee stills seems surprised when a PIP is presented.

If I were you, I would read the PIP carefully. If you feel the document is inaccurate, I would request a meeting with your manager. I would ensure that you are prepared for the meeting, with a written list of your concerns. Do your best to maintain a professional demeanor in your day-to-day interactions and during this meeting. During this meeting, your manager may provide some clarity on expectations, concerns, etc. You can also write a rebuttal explaining your position regarding the PIP. However, your memo does not invalidate the PIP.

I understand your concerns. Receiving a PIP is stressful enough, but receiving it unexpectedly is beyond stressful.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Business casual vs. beach casual

Q: The weather is getting warmer and the shorts and flip flops have begun. I work in a technology services company and manage a small team. We seem to have a group of employees who think it is ok to wear beach attire on warm days. Business casual is no longer business casual but now beach casual. As the supervisor, I feel like I have lost control. What can I do?

A: Warm weather seems to bring dress code challenges. My question back to you is have you been clear about expectations around appropriate dress? Does your company have a published dress code? Do you have guidelines on what business casual means?

Companies vary quite a bit on what is reasonable and what is not. Some of my clients are ok with employees working in jeans, shorts, t-shirts and flip flops. Other client require true business casual which often means a golf shirt and khakis or a blouse and dress pants. Many of my clients have a definite "do not wear" list which may include very sheer clothing, halter tops or ripped jeans.
Sharing expectations around dress is important. What leaders wear within an organization sets the tone for what really is acceptable. If your Vice President of Engineering arrives in a tank top and shorts, that is sending the message that a tank top and shorts are acceptable. If you have a published dress code, it is a good idea to dust that off and re-send to all employees sometime in April (before the problems begin). Make sure that the published dress code reflects what actually occurs within the organization. Or else this document becomes meaningless.

Finally, if you have clients or VIPs visiting your workplace, think about how you would feel about the attire of your employees. Does it reflect your brand? Would clients notice how your employees are dressed?

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.

Burning bridges (or not)

Q: I applied for the perfect job. I was interviewed three times by the company. The recruiter told me I was a finalist and the hiring team was very interested. I just found out (from an email!) that I did not get the job. I have no idea why I wasn't offered the job and now I am spitting mad. I wasted all that time and used personal days to interview on at least two days. I want to write the recruiter a nasty note. Any advice?

A: Yes, I have advice! Put down your pen and hold off on writing the nasty note. A nasty note does nothing except if your goal is to burn bridges, which is a giant mistake in the job hunting world.
First, take some time to cool down. Inserting negative energy into the job hunt is never a good tactic. After you have cooled down, place a call to the recruiter. As difficult as it may be, thank them for their time and effort on your behalf. Explain that you are looking for feedback so you can learn from this experience. Listen to the feedback. You don't have to agree with the feedback shared, but you should listen. Ask the recruiter to keep you in mind for other opportunities. Do your best to be gracious.

In several instances, when I have conducted a search, I have re-established contact with a runner-up. If you were interviewed three times, you were a strong candidate. Often the employer has several strong candidates and they can only select one. Stay close to this recruiter and this company.
Also remember that this process was not "wasted" time. You developed new contacts and refined your interviewing skills. Yes, you had to use some personal days but this is often the case. A job offer is not guaranteed simply because you have been interviewed several times.

Pattie Hunt Sinacole is a human resources expert and works for First Beacon Group in Hopkinton, an HR consulting firm. She contributes weekly to Boston.com Jobs and the Boston Sunday Globe Money & Careers section.